How can you measure employee engagement in IT Outsourcing?

Throughout the past 20 years, the pendulum has went to both extremes, either take everything in house, or totally outsource. If you are going to go the outsource way, please keep in mind that the outsourcing vendors do this for a living, they know the ins and outs of SLA's, deliverables, etc When you pick a vendor, you actually now have two areas of "employee engagement", One is your internal staff, (are they fully engaged, do they have clearly identified goals and objectives? The second is for the vendors employees (and I see this often), Does the outsource vendor take care of and reward their employees on jobs well done, do they give them merit increases, do they look out for the employee career paths?

When I was managing offshore outsourcing for Alltel in the 2000's, we met DAILY with the offshore team to discuss turnover of action items as well as any issues they had concerning testing or development. Things like environment issues can stall production and engagement very quickly if they are not handled immediately. We depended on this team for overnight support of our systems and if we lost engagement with them, we did not meet our SLAs back to our business partners.

For organisations undertaking IT Outsourcing for the first time, they need to be clear about what the expected outcomes are for the short, medium and long term. It's not enough to simply outsource IT for short-term cost savings. IT is so inextricably interwoven with organisations' mission and strategy through the provision of systems and data that there need to be compelling reasons - for example, access to more in-depth skills, increased purchasing power for hardware and software, economies of scale. Good Outsourcing suppliers will look to retain and grow legacy staff to ensure continuity of service, especially if their skills are highly specialised.

When I led my first outsourcing team, I had to be very clear that we all had a common employee goal... collaborate and synergise to achieve the impossible. Team was from different company cultures, countries, ranks, experiences and strengths: complement to integrate and transform. 1+1 gets us Five. Driving us were very clear and specific goals to achieve business results for the clients. Our teams Architecture, Appls, IT Operations run our mission eg. no delay in flights due to IT, beyond the contractual availability SLAs. With daily stand-ups to review progress, we celebrated as 1 team, put in more efforts and/or negotiate with clients. Our client handed over operations, fully to us in 3 months ahead of the planned 6 months transition.

In IT sourcing we have several 'employees' that need to be considered. 1. The employees of the service provider. How do they feel about their experience doing their jobs with the client? 2. The employees of the customer. How do they feel about doing their jobs with this provider and the technology provided? 3. In a SIAM environment how do the employees feel about their experience working with other providers to get their work done?

Metrics such as training participation, project success rates, client satisfaction, productivity, communication effectiveness, job satisfaction, and turnover are tracked when monitoring engagement data in IT outsourcing. Measuring employee engagement, commitment, and satisfaction levels is made easier by analysing these metrics. It helps businesses to evaluate the success of their employee engagement plans and pinpoint areas for development in order to raise worker productivity and happiness with outsourced IT projects.

As metas de engajamento, a priori, devem estar associadas aos objetivos estratégicos da empresa, ou seja, deve-se criar métricas que facilitem e formalizem o alcance dos objetivos do negócio.

Nenhuma métrica, pode suportar a quest?o que ainda precisamos de seres humanos, que s?o em sua grande parte imprevisíveis nas quest?es que os movem além das necessidades primárias (sede, fome, sono, sexo). Ent?o para manter um time ou uma persona motiva, depende se o perfil psicológico esta adequado ao motivo que será realizado o projeto, ou, nenhuma motiva??o a médio e longo prazo vai ser suficiente para manter o foco.

Having set the goals, it is time to set the metrics so that the expectations are set in black and white. This avoids any misunderstandings and provides clarity on what and how the engagement is measured

To measure how engaged employees are, look at three key things: 1. Performance Metrics: Check how well they're doing tasks – meeting deadlines, quality of work, and feedback. 2. Behavioral Metrics: Look at their actions – attendance, team involvement, and how long they stick around. 3. Attitudinal Metrics: Understand their feelings – satisfaction, motivation, loyalty, and if they feel recognized.

In my experience assessing employee involvement accurately in IT outsourcing can be enabled by integrating engagement surveys with AI-powered solutions. AI can analyze the data and find patterns and feelings that represent the workforce's engagement levels by collecting thorough feedback through surveys. Predictive insights into employee engagement trends and possible disengagement threats can be obtained by analyzing survey data. AI can improve personalization by customizing interaction campaigns for each respondent.

In my perspective develop a survey specifically tailored to the context of IT outsourcing. Include questions that address remote work dynamics, communication channels, collaboration tools, and interactions with both onsite and offsite team members and ensure that the survey covers various aspects of engagement, including job satisfaction, alignment with company values, sense of belonging, opportunities for growth, and relationship with supervisors and colleagues. We need to analyze survey responses to identify key themes, trends, and areas for improvement. Pay attention to both quantitative metrics and qualitative feedback and prioritize actionable insights that can be addressed to enhance employee engagement and satisfaction.

In IT Outsourcing, engagement surveys have been instrumental in gauging employee morale and satisfaction. From my experience, the key to their effectiveness lies in crafting questions that resonate with the unique context of outsourced teams. This nuanced approach allows for capturing the full spectrum of employee experiences, beyond generic metrics. Additionally, ensuring anonymity and acting on the feedback are critical. This not only improves engagement but also fosters a culture of openness and continuous improvement. Implementing changes based on survey results has proven to significantly enhance team performance and project outcomes, emphasizing the value of tailored and action-oriented engagement surveys.

Engagement questionnaires are a reliable method for assessing employee engagement. These surveys cover various work-related topics, including expectations, obstacles, motivation, and satisfaction. Gathering insights directly from employees helps inform strategic decisions. Well-designed surveys with appropriate questions and scales ensure accuracy. Consistent administration allows for tracking progress and benchmarking against industry standards. Embrace engagement surveys to foster transparency and continuous development in your company.

Engagement surveys are valuable tools to assess and improve employee satisfaction, commitment, and overall well-being within an organization. Here are several ways you can effectively use engagement surveys: Communication and transparency, work-life balance, team building, employee feedback, leadership development and employee recognition and appreciation. Remember, the key to successful use of engagement surveys is not just in collecting data but in taking meaningful actions based on the insights gained from the survey results. Regular communication about survey results and the actions being taken reinforces the organization's commitment to employee well-being and engagement.

Após definidos os indicadores, é necessário o acompanhamento de cada um deles, lembrando sempre que um indicador n?o é apenas uma estatística, é sempre importante definir os que tem de ser definido para se criar um indicador, como por exemplo: Nome do Indicador Forma de apura?ao Formula de cálculo Periodicidade Objetivo Estratégico Meta Responsável

Having set the measurement metrics, collection of measurement data is a relatively easy task with the kind of tools available like Jira, etc. Important aspect is to monitor the engagement data periodically, atleast once a month. This helps take any corrective actions, earlier than later.

Se definido o perfil exato da persona ou equipe, para atuarem no projeto com as metas, prazos etc.., acordadas o monitoramento, deve ser honesto, n?o invasivo permitindo que as metas acordadas, sejam avaliadas e sua transparência sejam apresentadas. Hoje é possível encontrar inúmeras ferramentas para o acompanhamento, porém nada substituirá o contato one to one com as personas/equipe, sobre suas expectativas morais e emotivas quanto sua participa??o no projeto.

To understand how engaged employees are, you can look at the data created by their work activities. This includes checking how much work they get done, how well they do it, how they work with others, and how they communicate. You can use tools like project management software, time tracking apps, and email analytics to collect and study this information. Watching this data helps you see how employees are doing, how they act, and how they work together. It also helps find any problems or concerns that might affect their engagement.

In the sphere of IT Outsourcing, monitoring engagement data plays a pivotal role in enhancing team dynamics and performance. My methodology, applied in collaboration with industry giants like Sonda and Santander, emphasizes the continuous tracking of both qualitative and quantitative engagement indicators. Utilizing advanced analytics and digital platforms, this approach enables the real-time assessment of employee morale, productivity, and well-being. The insights gained from this data monitoring allow for agile, informed decision-making, leading to targeted strategies that boost engagement and align with the overarching goals of outsourced IT projects.

I have found one of the most valued metric is user satisfaction and adoption of any product or service whether in-house or outsourced. Measurement of such connects the dots properly and creates a path forward to improve and iterate over. At the end of the day people who utilize the product or service need to want it and people who provide the product or service need to feel great about providing it.

Another way to figure out if employees are engaged is by asking them and also getting input from their managers, colleagues, and clients. You can do this in different ways, like talking to them, having group discussions, looking at reviews and ratings, or getting their thoughts in writing. Asking for feedback helps you see what employees are good at, where they can improve, what opportunities they have, and what challenges they face. It also helps you understand what they expect, what they like, and any ideas they might have. Plus, it's a way to notice and reward their successes, deal with any issues they might have, and make things better for everyone.

In the context of IT Outsourcing, soliciting engagement feedback is a critical strategy I've implemented, notably in collaborations with Sonda and Santander. This process involves actively seeking out and valuing the insights and opinions of outsourced IT staff through various channels such as surveys, interviews, and digital feedback platforms. By encouraging open communication and ensuring anonymity where necessary, we foster a culture where employees feel heard and valued. This approach not only helps in identifying areas for improvement but also strengthens employee commitment and satisfaction, driving better performance and alignment with project objectives.

Having collected engagement data and refining of the same with periodical monitoring, it is now time to discuss the same with the team, then work out engagement actions and then implement them in a timely manner. This is the process implemented in matured organisations

Employee engagement in IT outsourcing is best measured by assessing the integration and alignment of internal and external teams. Moving away from viewing outsourcing as separate, organizations should focus on collaboration, knowledge sharing, and mutual accountability. Metrics should include feedback mechanisms, joint training, and inclusive performance evaluations. This fosters a culture where all contributors feel valued and motivated towards shared goals, enhancing overall engagement.

Ao implementar essas práticas, as lideran?as podem promover uma colabora??o eficaz entre os profissionais terceirizados na área de TI e os colaboradores internos, maximizando o potencial de toda a equipe e contribuindo para o sucesso geral da empresa.

Implementing engagement actions within IT Outsourcing, as demonstrated in my work with Sonda and Santander, involves translating employee feedback into tangible improvements. This process begins with a thorough analysis of engagement survey results and other feedback mechanisms to identify key areas for action. Strategies such as personalized development plans, team-building activities, and enhanced communication channels are then developed and deployed. These initiatives are designed to address specific concerns and boost overall morale, thereby fostering a more engaged and productive outsourced IT workforce. Through continuous monitoring and adaptation.

The key issue is employees feel engaged by actually being promoted and paid and respected. Else they feel they have been “sold” in order to get cheaper people. So measure that directly and not done fancy engagement score

In my experience at Polaris, we always spotted engaged employees working onsite or offshore by the follow-on business they generated. We called them Konarks and they were respected by peers and leaders, alike. Over the years they became the next Gen leaders of Polaris and contributed to profit and scale.

All of the previous seem a little logical and not problem-specific. When dealing with IT outsourcing you have to consider your team engagement from the point of view of the provider’s management team and for the client’s leadership team. You want to have business metrics, but also human metrics that can allow you to measure how committed personally is the employee. Assesments and psychological tools that measure allignment between personal and professional life, engagement with both company’s culture and personal fulfillment can give a whole new perspective.

The key is to create "commonality" of outcomes for both the supplier and the client - both have to know and understand what goals they are working toward...and they have to be aligned. Secondly, attainment of these common outcomes must be aligned to the reward and recognition systems. Seeing the desired outcome achieved is one thing - having that behavior reinforced by putting extra money in your pocket really drives the point home. In past outsourcing engagements, we implemented "Stewardship" awards for both the supplier and the customer...and those nominations came from the OPPOSITE organization. In other works, nominations and voting for the supplier stewardship awards came FROM THE CUSTOMER. Be vested in each other's success.

é importante também estabelecer critérios para garantir o engajamento do time interno de colaboradores perante o time externo no regime de outsourcing. Isso devido a necessidade de manter os níveis internos de desempenho para garantir os ganhos adicionais proporcionados pelo regime de terceiriza??o. Caso contrário deixa de fazer sentido.